All in Management Art
Despite the rapid development of transformation management field theories, tools and techniques, only a handful of change efforts have in fact been successful. We therefore find it necessary to introduce a framework by which leaders can enhance a transformation programme and deliver expected results.
Empirical evidence and academic research show that transformation programmes almost always make problems worse than they already are. No matter how they are framed and organized, transformation programmes regularly fail: outcomes are unpredictable and horror stories are common. What is the solution? How should leaders cope with these problems?
“Like a pilgrim or a mendicant, I have moved on.
I have no right to inhabit your dreams,
to loom like a shadow on your patch of sunlight.”
- William Ayot
In this article we are going to explore and show how might the construction of a ‘maieutic machine’ enhance on reporting financial control data in business and project management, support leader to cope with the uncertainties and complexities that surround in a continually changing environment.
Global businesses have a huge impact on nations and communities across the world. These businesses are large and complex, and as such they require special, and often new techniques, tools and management skills to operate successfully.
All types of organisational design influence not only business life but also social and economic life. It may seem that the theory of organisational design has already been established and that leaders can simply follow developments in the field. However, there are complications in both academic and practical areas that should form part of future research.
Kotter (2006) observes, “most major change initiatives – whether intended to boost quality, improve culture, or reverse a corporate death spiral – generate only lukewarm results. Many fail miserably” (p. 1).
